IMS-HR-TD-03 Rev. 03 - Draft · QHSE Manual Document Name: PERFORMANCE APPRAISAL POLICY AND...

QHSE Manual

Document Name:

PERFORMANCE APPRAISAL POLICY AND PROCEDURE

QHSE Ref No. IMS/HR/TD/03 Rev. 03

Date: 22nd January 2012

1.0 PURPOSE

Drake and Scull International PJSC (DSI) is committed to being a high performing organization. People and performance management are at the center of our drive for improvement. An Employee Performance Appraisal System is fundamental to managing and improving the Company’s performance and the achievement of objectives.

2.0 SCOPE

This policy applies to DSI PJSC and subsidiary company employees, who have completed more than six months employment during the performance period of January to December.

3.0 DEFINITIONS

3.1 Performance Appraisals: A continuous process, which provides a formal opportunity for each

Employee and their Direct Supervisor to discuss the Employee’s:

• Past and present performance • Future performance expectations • Areas of strength and improvement • Specific training and development needs

3.2 Performance Appraisal Meeting: An appraisal meeting is one between the Direct Supervisor and Employee to discuss the Employee’s performance. It is a way for both parties to see if the Employee is "on the right track" and to determine what should be done to improve the Employee’s effectiveness.

3.3 Senior Manager: The member of staff above the Direct Supervisor (in terms of seniority), who will

review and sign off Performance Appraisals. This is the Next Level Manager for all Operational Performance Appraisals and the Functional Manager for all Functional Performance Appraisals.

3.4 Direct Supervisor: The member of staff responsible for the daily supervision of the Employee

3.5 Next Level Manager: The member of staff who is one level above the Direct Supervisor for all Operational Performance Appraisals

3.6 Functional Manager: The member of staff responsible for the Function the Employee belongs to.

3.7 Local HR Representative/Department: The staff member who represents the HR department at the location where the Employee is stationed

3.8 Competencies: Refer to the “how” of the job. Competencies are those measurable or observable knowledge, skills, abilities, and behaviors critical for the success of a key job function

3.9 Technical Competencies: Key competencies specific to an Employee’s functional role

3.10 Behavioral Competencies: Are usually an expression of the softer skills involved in effective performance within an Employees job role.

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3.11 Rating: Rating means evaluating Employee performance against predefined performance scales.

3.12 SMART Objectives: SMART is an acronym that can be used to help ensure that effective

objectives or goals are set for the Employee. SMART objectives are:

Specific Measurable Achievable Relevant Timely

3.12.1 SPECIFIC: The objective should include What, Who, When and How.

• WHAT: Be specific on what needs to be done, use action words e.g. coordinate, manage, lead, develop, plan, organise etc.

• WHY is this important for me to do? • WHO is going to do what? Who else needs to be involved? • HOW am I going to do this?

3.12.2 MEASURABLE: How will you measure the objective? All objectives should be quantifiable by using number, %, ratio or date.

3.12.3 ACHIEVABLE: Is the objective achievable? All objectives should be in an individual’s reach, if they are out of reach, commitment to achieve them will not be given. Objectives should however slightly stretch individuals. Your objective is achievable if:

• Others have done it

successfully • You’ve assessed the

limitations • You have the necessary

resources • You know its measurable • Its theoretically possible

3.12.4 RELEVANT: Double check that the objective reflects both what is needed by the department and fits in with the expectations of the Employee and the Direct Supervisor, as described in their job summary/ job description.

3.12.5 TIMELY: Setting deadlines. All objectives should be time bound, a date for achievement needs to be set and worked towards. Without a completion date there will be no urgency to start action.

4 RESPONSIBILITIES The responsibilities outlined are intended to make explicit the duties of the main parties concerned within the Performance Appraisal System, and in accordance to this policy and stated procedure.

4.1 Direct Supervisors Responsibilities:

• Be properly trained and committed to the Performance Appraisals System and Process; • Agree the key areas for discussion, date, venue and time allotted; • Set aside appropriate time and resources to undertake performance appraisal meeting; • Review Employee performance fairly, constructively and without bias; • Identify and agree individual targets/objectives as appropriate (only applicable for Employees

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between categories SC/A-SP); • Review, identify and agree individual training and development needs in line with job role and

project plans, Operational objectives and budgets; • Provide opportunities for the application and sharing of learning; • Inspire and motivate people to learn, develop and improve; • Complete admin/documentation in a timely manner.

Please see Attachment 1, where a check list mentions the responsibilities of the Direct Supervisor before, during and after the conduction of the Performance Appraisal Meeting.

4.2 Employees Responsibilities:

• Be committed to the Performance Appraisal system; • Self-assess personal training and development needs; • Discuss and review performance constructively; • Discuss and review training and development needs constructively; • Undertake training in order to improve knowledge and skills as necessary; • Apply what is discussed as soon as possible; • Draw on the knowledge of others to improve own capability; • Readily share knowledge and information as appropriate.

4.3 The Learning and Organizational Development Manager will:

• Co-ordinate the Performance Appraisal process and monitor it accordingly; • Provide any required specialist advice to Employees and managers; • Plan and support effective training and development activities that provide value for money;

5 PROCEDURE

DSI recognizes that every Employee has a right to know how s/he is performing and it is the responsibility of the Company to provide this information. This should be done on an ongoing basis; however, overall performance shall be formally appraised and documented at least once during the twelve (12) month period of January to December.

This Performance Appraisal Policy and Procedures Manual sets out the minimum expectations for measuring performance with an emphasis on: • Reaching a mutual understanding of the Employee’s contribution and performance expectations • Providing clear and standardized terms and conditions of the Performance Appraisal system • Ensuring Employees have a standard policy that governs the connectivity between Performance and

Reward.

5.1 Benefits of Performance Management & Performance Appraisals

5.1.1 The benefits of Performance Appraisals to Employees and Direct Supervisors are to: • Clarify expectations and standards of performance; • Raise awareness of strengths and areas for improvement;

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• Recognize achievement; • Provide opportunity to discuss and identify training needs.

5.1.2 The benefits of Performance Appraisals for DSI are to:

• Provide a structured means to assess Employee performance, potential and identify training and development needs;

• Provide a consistent approach to improving performance; • Monitor progress towards the achievement of targets/objectives; • Improve communication.

This Performance Appraisal Policy and Procedure will be made available to all relevant stakeholders and shall be supplemented by training.

The policy along with the required training should enable appraisers to carry out Performance Appraisals with confidence. It should be made accessible to all persons who have responsibility for appraising the work of others within the company. The Performance Appraisal Policy and Procedure is provided to ensure consistency in the general application and administration of the Performance Appraisal System, as well as uniformity in the interpretation and evaluation of Performance Appraisal criteria.

The goals of Performance Appraisal are:

• Customized to meet the needs of business streams (on a Functional and Operational level), as well as across categories;

• To allow for continuous communication between Direct Supervisor and Employee about job performance;

• Appraise Employee performance on technical and behavioral competencies;

• Evaluate the Employee on observable and measurable job behavior and not on personality or other subjective factors;

• To provide supporting documentation for pay decisions, promotions, transfers, grievances, complaints, disciplinary actions, and terminations. The Performance Appraisal System is not intended to be used to initiate disciplinary action over any Employee. The documentary evidence on Performance Appraisals may, however, be used to justify disciplinary action, when such action is taken or contemplated.

When conducted properly, both parties can be sure that talent is being developed to its full potential and being properly applied in the best interests of the Employee and DSI. Within the Performance Management System, there are three different levels of Performance Appraisal documents.

These documents are targeted to specific Employees from either of the below groups:

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• Senior Management level: Employees who fall between categories SC/A – SP/B within any Functional or Operational area.

• Functional Areas: Employees who fall between categories BI/A-BS/B and are employed within any of the following functions: Business Development, Commercial, Communications, Engineering (Technical), Estimation, Finance, HR, Planning, Procurement, QHSE, IT.

• Operational Areas: Employees, who fall between categories BI/A-BS/B, are employed within DSI MEP, DSC or DWP and hold Operational/Projects related designations only.

5.2 The table below illustrates which Performance Appraisal Document applies to each Employee being appraised.

PERFORMANCE APPRAISAL

DOCUMENT LEVEL

APPLICABLE TO EMPLOYEES WITHIN CATEGORIES

1. Senior Management’s Performance Appraisal Document

SC/A

SC/B SP/A SP/B

2. Functional Performance Appraisal Documents: a. Business Development Performance Appraisal BI/A BI/B SD/A SD/B b. Communications Performance Appraisal BI/A BI/B SD/A SD/B c. Estimation Performance Appraisal BI/A BI/B SD/A SD/B d. Planning Performance Appraisal BI/A BI/B SD/A SD/B e. HR Performance Appraisal BI/A BI/B SD/A SD/B f. Planning Performance Appraisal BI/A BI/B SD/A SD/B g. QHSE Performance Appraisal BI/A BI/B SD/A SD/B h. Procurement Performance Appraisal BI/A BI/B SD/A SD/B i. Senior Cost Engineer & Cost Engineer Performance

Appraisal BI/A BI/B SD/A SD/B

j. Commercial Manager & Project Commercial Manager Performance Appraisal

BI/A BI/B SD/A SD/B

k. Senior Quantity Surveyor, Quantity Surveyor, Junior Quantity Surveyor Performance Appraisal

BI/A BI/B SD/A SD/B

l. Finance Performance Appraisal BI/A BI/B SD/A SD/B m. IT Performance Appraisal BI/A BI/B SD/A SD/B n. Business Support Performance Appraisal BS/A BS/B

3. Operational Performance Appraisal Documentsa. Drake & Scull Construction Performance Appraisal BI/A BI/B SD/A SD/B b. Drake & Scull Water and Power Performance

Appraisal BI/A BI/B SD/A SD/B

c. Drake & Scull International Mechanical, Electrical & Plumbing Performance Appraisal

BI/A BI/B SD/A SD/B

4. Labourer’s Performance Appraisal Document CH TC

All Performance Appraisal related documents and this Performance Appraisal Policy and Procedures Manual will be available on the Company intranet

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THE 3 PHASE PERFORMANCE APPRAISAL CYCLE

Performance based bonus paid out to Employees in July Salary increments paid out April

Any identified and signed off training needs to be arranged by the Direct Supervisor, in conjunction with the L&D Manager

Direct Supervisor and Employee meet for the Performance Appraisal Meeting All Performance Appraisal documentation to be signed off by the Employee, Direct Supervisor and Next Level Manager / Functional Manager & returned to HR by no later than 15 February Direct Supervisors to discuss Section J and set SMART objectives for each Employee reporting to them who falls between categories SC/A – SP/B and submit them to HR by no later than 15 March HR checks carried out to ensure each appraisal is correctly completed & signed. Any appraisals which do not meet the required criteria will be returned to the Direct Supervisor, for further processing and completion

L&OD Manager to conduct Performance Appraisal training for all Direct Supervisors and then send out appraisal forms and further information accordingly Direct Supervisors to rate each Employee according to Section D - Competency Assessment, within the Performance Appraisal document, and submit ratings to HR by the deadline given by the Local HR Rep, within the Excel Spreadsheet provided by HR (see attachment 2 of this manual) Once competency ratings have been submitted by the Direct Supervisor and approved by HR, Performance Appraisals can be conducted between the Direct Supervisors and Employees

1

PHASE 1 – INITIATING AND EXECUTING THE PERFORMANCE

APPRAISAL PROCESS

PHASE 2 - APPRAISING

PERFORMANCE AND SETTING SMART OBJECTIVES

PHASE 3 – PERFORMANCE APPRAISAL OUTCOMES

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5.3 PHASE 1 – INITIATING AND EXECUTING THE PERFORMANCE APPRAISAL PROCESS

1. The Learning & Organizational Development Manager to send Outlook invitations for

Performance Appraisal training to all Direct Supervisors who have Employees reporting to them, and will therefore be conducting a Performance Appraisal.

2. All Direct Supervisors must attend the Performance Appraisal training session, in order to

understand the DSI Performance Appraisal System, its purpose and process. 3. Once a Direct Supervisor has been trained, s/he will be sent an email which will remind them to

begin their preparation for appraising their Employees. 4. Preparation starts with the Direct Supervisor rating each Employee whom s/he has to appraise,

against Section D, the Competency Assessment, within the Performance Appraisal document, using a format provided by Corporate HR.

5. Once step 4 is complete - for each Employee, all ratings are to be sent to the localized HR

Representative /Department. 6. Ratings are then forwarded to the Learning and Organizational Development Manager, by the

HR Representative, for verification to ensure they are dispersed according to the Bell Curve model (as explained in Section 5.5.2 of this policy).

If the ratings have a good fit to the Bell Curve then the Learning and Organizational Development Manager will inform the appropriate Local HR Representative /Department so that Step 7 can commence, otherwise the Direct Supervisor will be informed of the disparities and will therefore need to re-adjust ratings, until they satisfy criteria.

7. Once the Bell Curve verifications have been made, the Direct Supervisor is informed that s/he

may go ahead and conduct the Performance Appraisal meeting.

5.4 PHASE 2 - APPRAISING (REVIEWING) PERFORMANCE AND SETTING SMART OBJECTIVES

All Performance Appraisal meetings should be conducted between the periods of November and February.

During the Performance Appraisal meeting, the Direct Supervisors discusses the below with the Employee:

1. The submitted ratings – both parties will get the opportunity to discuss, justify and explain the

rating for each competency, as well as discuss past, present and future performance standards and requirements.

2. The remainder of the Performance Appraisal document – All remaining sections of the

Performance Appraisal Document will need to be filled out accordingly.

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3. For Employees within categories SC/A-SP/B only, SMART Objectives for the coming performance period need to be discussed and set by both the Direct Supervisor and the Employee.

For the next Performance Appraisal cycle, these SMART Objectives will carry a weighting of 70%, of the Employees overall performance score, while the Competency Assessments will carry a 30% weighting. All completed Performance Appraisal documents, with the set objectives (for applicable categories), should be forwarded onto the Senior Manager, be it the Next Level Manager / Functional Manager (as appropriate). These documents will then be reviewed by the Senior Manager, who may add comments as required and sign off all Performance Appraisal related documents. Once signed off the Performance Appraisal Documents should be returned to the Direct Supervisor. The Direct Supervisor reviews any points made by the Senior Manager and if needs be actions or discusses further with the relevant party. Performance Appraisals are to be submitted to HR only after being reviewed and approved (via signature) by all 3 concerned parties the: Employee, Direct Supervisor, and the Next Level Manager / Functional Manager. Each local HR representative will generate regular reports, which will be submitted to the Learning and Organizational Development Manager, highlighting the appraisal backlog. They will also remind Direct Supervisors to clear their specific backlog by a stated time.

5.5 PHASE 3 – PERFORMANCE APPRAISAL OUTCOMES DSI aims to provide DSI Employees with a market driven and performance related reward strategy. Rewarding Employees means providing incentives and recognizing performance, as well as acknowledging contributions to the organization.

Following the conduction of Performance Appraisals and the completion of the Performance Appraisal cycle, each Employee will have an overall Performance Appraisal rating, as featured under section D of the Performance Appraisal document.

5.5.1 Performance Related Bonus

The overall Performance Rating will be one of the factors used to differentiate Employee performance and determine the bonus payment that each Employee will be eligible to receive.

If an Employee commences employment with DSI during the Performance Appraisal cycle, and has successfully completed 6 months employment service then, depending on the Appraisal rating and outcome, the Employee’s Bonus Payment will be pro-rated. The Employee will be entitled to the proportion of the Bonus Payment which equals the period that the Employee commenced employment.

No bonus is payable if any Employee has received an overall performance rating of 1 or 2, for the Performance Appraisal period or to Employees who receive overtime, (as per the Compensation and Benefit Policy).

Other factors determining bonus eligibility are included within the DSI Compensation and Benefit Policy.

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5.5.2 Performance Related Salary Increments

Taking into consideration the overall competency rating and performance of each Employee, the Bell Curve model will be used to ensure Employee salary increases are rewarded in line with the Employees performance and as per the DSI Compensation & Benefits Policy.

The Bell curve model makes use of Forced Ranking (FR) which is an evaluation method of forced distribution, where managers distribute ratings for Employees, against pre-specified performance distribution rankings.

The workforce-management tool is based on the premise that to develop and thrive, it is important to identify the best and worst performers, nurturing the former and rehabilitating and/or discarding the latter.

This approach is dictated to force managers; to make the performance appraisal process truly reflects how each team member is performing, relative to others, with the ultimate goal being more productive employees, who perform at levels to make service, revenue, and growth goals attainable.

Once performance ratings are submitted, each Employee will fall into one of the four performance categories, according to indicative, guidelines

Any Performance Appraisals not submitted by February 15 are open to performance related salary increases or bonuses being forfeited for the concerned Employee and their Direct Supervisor. Once competency ratings are submitted, and the overall technical and behavioral competency score is calculated, accordingly each Employee will fall into one of the four below performance categories.

Category Overall Technical & Behavioral Competency Ratings

Category 1: Does not meet expectations 0 - 1.6 Category 2: Meets some expectations 1.7 - 2.6 Category 3: Meets all expectations 2.7 - 3.1 Category 4: Exceeds expectations 3.2 - 4

Within each Functional / Operational level there are certain restrictions as to how many Employees can and should fall under each performance category. To encourage appropriate distribution, the below guidelines are indicative.

• 10% of Functional/Operational Employees reviewed should fall under Category 1 • 30% of Functional/Operational Employees reviewed should fall under Category 2 • 40% of Functional/Operational Employees reviewed should fall under Category 3 • 20% of Functional/Operational Employees reviewed should fall under Category 4

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Direct Supervisors should therefore rate each Employee, based on performance and their competency assessment; these ratings need to be submitted to HR by the deadline communicated by the Local HR Representative. A distribution which does not fit the above guidelines, and is tilted towards a bias, shall be sent back to the Direct Supervisor for reviewing once again.

5.5.4 Training and Development / Performance Management

Any Employee training and development opportunities should ultimately be linked to enhancing job performance for the present job role, and for career advancement.

It is the responsibility of the Direct Supervisor, working in conjunction with the Learning and Organizational Development Manager, to ensure that recommended action, training and development is followed up and implemented. The Direct Supervisor, in conjunction with the Learning and Organizational Development Manager will also address any performance issues raised during the appraisal meeting.

5.5.5 Performance Appraisal Cycle Cut-off Dates

30%Meet some expectations

40%Meet all expectations

20% Exceed expectations

PERFORMANCE CATEGORY

Category 1 Category 2 Category 3 Category 4

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Submitting Employee ratings to HR: By the deadline communicated by the Local HR Representativ• Submitting completed and signed off Performance Appraisals: February 15 • Submitting Employee SMART objectives: March 15 • Bonus / Salary Increment Payment: April - July, all payments will be processed once the

Performance Appraisal cycle has closed.

5.6 THE DSI PERFORMANCE APPRAISAL DOCUMENT

In order to ensure Performance Appraisals are relevant and fulfill the purpose of the Performance Appraisal System, each function and Operational level has its own set of Performance Appraisal documents. This part of the manual will explain the purpose of all sections within the Performance Appraisal document and how that section needs to be completed by the Direct Supervisor and/or Employee, as well as any other concerning party.

Performance Appraisal Document Sections: Section A - Employee Details Section B – Performance Appraisal Process Section C – Competency Ratings Section D – Competency Assessment Section E – Ratings Justification Section F – Training & Development Section G – Employee Potential and Performance Grid Section H – Other Comments Section I – Performance Appraisal Sign Off Section J – SMART Objectives: Future Performance Expectations

5.6.1 SECTION A - EMPLOYEE DETAILS

Section A, Employee Details, needs to be filled out by the Local HR Representative, should there be any Employee details which the Direct Supervisor is not aware of, they can obtain the information from the Employee before the Performance Appraisal meeting commences. It is important that all Section A details are filled out correctly.

SECTION A. EMPLOYEE DETAILS Employee Name: Emp No. & Category: Designation: Function: Project / Location: Joining Date: Review Date: Direct Supervisor: Functional Manager:

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5.6.2 SECTION B – PERFORMANCE APPRAISAL PROCESS

Section B acts as a refresher and indicates a brief step by step guide, for all Direct Supervisors, as to the process used to conduct Performance Appraisals, from preparing for each Performance Appraisal, to conducting the appraisal, through to submitting completed Performance Appraisals and SMART Objectives.

SECTION B. PERFORMANCE APPRAISAL PROCESS

1 PREPARATION

Direct Supervisor reviews the Employee's performance over the last 12 months and allocates performance ratings for Section D of the Performance Appraisal Document, in a format provided by HR, once each employee is rated, ratings should be sent to the local HR Rep/Dept, by the deadline communicated by the Local HR Representative.

2 CONDUCTING THE

PERFORMANCE APPRAISAL

Once submitted ratings have been verified and approved by HR, the Direct Supervisor conducts the performance appraisal with the employee present. Together both parties: a. Review any previously set objectives in line with DSI / department objectives b. Address any performance and behavioural issues c. Complete sections D, E, F, G, H, I and J of the appraisal document d. Ensures all parties in Section I and Section J sign off the appraisal document.

3 SUBMIT

COMPLETED APPRAISALS TO HR

TEAM BY FEBRUARY 15

a. Direct Supervisor forwards all completed and signed off Performance Appraisals

with any supporting documents to the local HR Rep/Dept b. Identified training needs to be discussed with the Learning & Organizational

Development Manager.

4 SET & SUBMIT

EMPLOYEE OBJECTIVES TO HR

BY MARCH 15

a. Direct Supervisor sets SMART objectives only for Employees between Categories SC/A-SP/B, which are signed off and need to be achieved by the next performance period.

b. Direct Supervisor and Employee each keep a copy of the signed off SMART objectives and submit the original copy of the local HR Rep/Dept/

5.6.3 SECTION C – COMPETENCY RATINGS

There are four levels of competency ratings, available for the Direct Supervisor to measure the Employee’s actual performance level compared to expected levels. It is vital each Employee is accurately rated, during the appraisal meeting, the Employee should be provided with concrete examples of work behavior that contributed to his or her rating. Feedback should consist of observations and descriptions rather than opinions and judgment. Ratings assigned should reflect the supervisor's awareness of incidents that impacted the Employee’s performance, but were beyond the Employee’s control.

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SECTION C. COMPETENCY RATINGS

Rating Description

1 Employee does not meet expectations - A less than satisfactory level of performance with just a few areas achieved and much inconsistency.

2 Employee meets some expectations - A level of performance that meets some required standards with some inconsistency.

3 Employee meets all expectations - A great level of performance overall with all expected standards met.

4 Employee exceeds expectations - An outstanding level of performance, with the Employee making a significant contribution to the team.

5.6.4 SECTION D – COMPETENCY ASSESSMENT

Section D assesses each Employee’s competency level, as per the rating criteria mentioned in Section C. Section D is split into two separate ratable areas, the first being Technical Competencies and the second being Behavioral Competencies.

All stated Technical Competencies are job related while the Behavioral competencies will be identical for all Employees, regardless of job role, but up to a certain level of seniority.

SECTION D. COMPETENCY ASSESSMENT

Please mark a "x" in the appropriate column, against each competency 1 2 3 4

TECHNICAL COMPETENCIES Employee does

not meet expectations

Employee meets some expectations

Employee meets all

expectations

Employee exceeds

expectations N/A

1 2 3 4 5 6 7 8 9 10 TOTAL TECHNICAL COMPETENCY

RATING 0 0 0 0 0

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1 2 3 4

BEHAVIOURAL COMPETENCIES Employee does



Employee meets all

expectations

Employee exceeds

expectations N/A

1. Communication skills written 2. Communication skills oral 3. Client / Customer Service 4. Innovation 5. Decision Making 6. Committed Team Player 7. Leading and Developing others 8. Adaptability 9. Accountability & Ownership 10. IT skills TOTAL BEHAVIOURAL COMPETENCY

RATING 0 0 0 0 0

OVERALL TECHNICAL & BEHAVIOURAL COMPETENCY RATING 0

Employees who fall under the categories of BIB and below will be assessed according the below behavioral competencies, each of which is defined below: • Communication skills written - Demonstrates the ability to express ideas, thought and concepts

clearly in writing, using correct and appropriate grammar, organization and structure. • Communication skills oral - Ability to convey thoughts and express ideas effectively using speech in

individual or group situations; fully understands what others are saying. • Client / Customer Service - Demonstrates concern for meeting internal and external client/customers’

needs in a manner that provides satisfaction for the client/customer. • Innovation - Ability to come up with new ideas or adapt / use existing ideas in a new or unexpected way

to solve problems, and to think ahead to create opportunities. • Decision Making - Ability to making decisions and solve problems involving varied levels of complexity

and risk. • Committed Team Player - Ability to work co-operatively, across cultures and businesses to achieve

shared goals with team members. • Leading and Developing others - Ability to lead, encourage, inspire and support others to make them

realize their full potential. • Adaptability - Ability to adapt to and work with a variety of situations, individuals and groups. Being

able to think on your feet, and not being disconcerted or stopped by the unexpected. • Accountability & Ownership - Ability to hold people accountable by being totally clear with others

about what has to be achieved, to what standard, by when, within what budget, and then make clear their accountability for delivery.

• IT skills - Strength of Employee’s knowledge on MS Word, Outlook, Excel and Power Point for the role they fulfill.

Ratings are tallied to compute total Technical and Behavioral Ratings, both of which will then be used to calculate the overall Technical and Behavioral Competency Rating. The Overall Technical and Behavioral

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Competency Rating will be computed by the HR representative, therefore the Direct Supervisor needs only to rate the Employees against each competency.

5.6.5 SECTION E – RATINGS JUSTIFICATION

Should an Employee be rated a 4, Exceeds Expectations, for any Technical Competency on the Performance Appraisal Form, the Direct Supervisor will be required to provide examples or documented evidence to support their rating. Should the allocated space not suffice, the Direct Supervisor should attach any extra pages/ sheets along with the Performance Appraisal document, clearly marking the Employee and Direct Supervisors name.

SECTION E. RATINGS JUSTIFICATION EMPLOYEE’S STRENGTHS: For all technical competencies rated a 4 please provide evidence/justification to

back the performance rating Technical

Competency/s Evidence/Justification to back your rating

5.4.6 SECTION F – TRAINING & DEVELOPMENT

As a result of the Performance Appraisal meeting, the Employee may be encouraged to attend specific technical or soft skills training courses, or the Direct Supervisor may schedule time to provide on-the-job training in areas where the Employee’s skills need the most improvement. Both parties should review, identify and agree individual training and development needs, in line with job role, project plans, Operational objectives and budgets.

SECTION F. TRAINING & DEVELOPMENT Please state training courses / development activities, which would add to the employees current skill set

and help with their development

5.6.7 SECTION G – EMPLOYEE POTENTIAL AND PERFORMANCE TABLE

The Performance and Potential table assesses Employee’s willingness and readiness to move into lateral and /or vertical positions. The table incorporates a systematic process of “potential for

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movement”, and a “performance over time” rating, calibrated to determine levels of readiness. Having levels of readiness allows DSI to identify high potentials early, determine development needs, and plan and track progress over time. For the purpose of this manual the definition of “Potential” is: “An Employee’s ability to demonstrate the behaviors necessary to be successful at the next level within the company.” Although the definition of Potential will remain consistent throughout all levels of the organization, the criteria used to assess potential will differ based on the level of the job.

It is vital that each Direct Supervisor ticks only one box from the potential statements and only one box from the performance statements, so that the purpose of the Potential- Performance table does not become void.

SECTION G. EMPLOYEE PERFORMANCE & POTENTIAL TABLE Please tick only ONE level of potential and one level of performance

Potential Performance

Has drive and ambition, chases opportunities and has the potential to step up to the next level now

Outstanding performance, always goes the extra mile

Has good potential and would be expected, with development, to step up to the next level in 1-2 years

Consistent good performance

Aspirations for a career would need support and development through a long term plan, 3-5 years

Fulfills the minimum requirements of the job

Likely to remain in position or move to a role with similar responsibilities, will develop expertise / specialist knowledge

Not fulfilling duties / goals as required

5.6.8 SECTION H – OTHER COMMENTS

This section is intended to capture comments/points of further discussion, raised by the Employee and/or the Direct Supervisor, as well as any actions or initiatives recommended by the Senior Manager. Based on the stated content, it will be the responsibility of the Direct Supervisor/Senior Manager to ensure that these recommendations/actions are implemented, with the aid and support of HR.

SECTION H. OTHER COMMENTS Employee Comments

Direct SupervisorComments

Functional Manager Comments

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5.6.9 SECTION I – PERFORMANCE APPRAISAL SIGN OFF

This section confirms that the appraisal was discussed with the Employee. The Employee is asked to sign the appraisal indicating that it has been discussed with him/her, and not that he/she necessarily agrees with the appraisal. When the Performance Appraisal document is complete and signed off by the Direct Supervisor and Employee, the appraisal document, should be forwarded to the stated Senior Manager, for signature. Any disagreements or discrepancies should be resolved before the final Performance Appraisal is submitted to HR for processing.

SECTION I. PERFORMANCE APPRAISAL SIGN OFF

Please ensure this Performance Appraisal is signed off by ALL parties mentioned below before submitting it to HR

EMPLOYEE NAME EMPLOYEE SIGNATURE DATE:

DIRECT SUPERVISOR NAME DIRECT SUPERVISOR SIGNATURE DATE:

FUNCTIONAL MANAGER NAME FUNCTIONAL MANAGER SIGNATURE DATE:

5.6.10 SECTION J – SMART OBJECTIVES - FUTURE PERFORMANCE EXPECTATIONS

For Employees between Categories SC/A – SP/B only, both the Direct Supervisor and Employee should discuss and set a minimum of five SMART objectives to be achieved over the next Performance Appraisal period.

For Employees within categories SC/A – SP/B the overall performance score for the next Performance Appraisal cycle will be split between:

• Section D - Competency Assessment and • Section J – SMART Objectives - Future Performance Expectations.

Section D will carry a weighting of 30% while Section J will carry a weighting of 70% together these two components will be used to deter bonus and salary increment payouts, if applicable. The Employee should be fully aware of all future performance expectations and set objectives, so that they can work towards meeting them for the next appraisal period. It is therefore vital that both the Direct Supervisor and the Employee make a copy of this section and regularly refer to it as a performance map. Once the SMART Objectives have been set, they need to be signed off by the Employee, Direct Supervisor, and Senior Management (be it the Functional Manager or the Next Level Manager), during this current cycle’s Performance Appraisal meeting.

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Section J can be submitted to the Local HR Rep/Dept. along with the Performance Appraisal document by 15 February, or separate to the Performance Appraisal Document, by no later than 15 March.

Once objectives have been set it is vital that the Direct Supervisor and Employee discuss the:

• Completion date - for each objective ideally a deadline should be set, so that the employee is accountable to the objective by date.

• Weight – each objective should be assigned a weighting, so that both parties are aware of which

objective has a higher priority and therefore importance. All objectives should be given a weighting so that when collectively added they equal 100%.

• Actual Achievement Level – This column will be filled out on the next Performance Appraisal

cycle, during the next Performance Appraisal meeting. Here the Direct Supervisor will rate the Employee according to how well they actually achieved and performed against the objective.

SECTION J. SMART OBJECTIVES ‐ FUTURE PERFORMANCE EXPECTATIONS OBJECTIVES - Goals and objectives the employee needs to focus on

/ achieve during the next 9-12 months. COMPLETION

DATE WEIGHT

(%) ACTUAL

ACHIEVEMENT LEVEL

5.7 Employees absent for Performance Appraisal Meetings

An employee who is not available for their Performance Appraisal Meeting, because of an extended period of absence due to sickness or leave, must still be appraised. Direct Supervisors should complete the appraisal form, assigning a tentative rating and setting SMART Objectives (for applicable Employee categories only), and submit it without the employee's signature to HR, attaching a memorandum explaining why the employee was unavailable. When the employee returns to work the meeting should be conducted, final ratings assigned, and all sections should be completed as soon as possible.

5.8 Management Of Performance Appraisal Documents

All records maintained in connection with the Performance Appraisal process are to be considered confidential. The original, signed Performance Appraisal document and Section J – SMART Objectives - Future Performance Expectations shall be retained by the HR function local to that Employee. It can be expected that overtime, it will become necessary to fine tune the Performance Appraisal process or make radical adjustments, as the situation demands. In the meanwhile this Manual should prove helpful in understanding the policy and procedures in place to ensure that the objectives of DSI’s Performance Appraisal System are met.

QHSE Manual

Document Name:




6.0 ATTACHMENTS

Type Name Number /Code

Form Performance Appraisal Check List IMS/HR/TD/03/01

Form Performance Rating Spreadsheet IMS/HR/TD/03/02

Form Functional Performance Appraisal Documents – Grades BI/A – BS/B IMS/HR/TD/03/03

Form Operational Performance Appraisal Documents - Grades BI/A – BS/B IMS/HR/TD/03/04

Form Senior Performance Appraisal Document - Grades SC/A – SP/B IMS/HR/TD/03/05

Form Labourers Performance Appraisal Document - Grades CH – TC IMS/HR/TD/03/06

Form Supervisor & Foreman Performance Appraisal IMS/HR/TD/03/07

Form Audit Performance Appraisal Grades BI/A, BI/B, SD/A, SD/B IMS/HR/TD/03/08

3

QHSE Manual

Document Name:

Direct Supervisor Check List

QHSE Ref. No. IMS/HR/TD/03/01 Rev. 02

Date:

Page 1 of 1

Before meeting with the Employee: There are several things which should be done by the supervisor before an appraisal meeting is held:

Review the Performance Appraisal Policy and Procedures Manual, before conducting any Performance Appraisals.

Review the employee’s job role; this helps the direct supervisor understand the duties and responsibilities of the position.

Review the appraisal document, as a reminder of what the direct supervisor will be evaluating and assessing.

Rate each Employee according to Section D of the Performance Appraisal Document and submit these ratings to the local HR Representative/Department.

Once HR has informed the Direct Supervisor that the ratings have been successfully verified, notify the Employee of their Performance Appraisal meeting. The employee should be told why the meeting is being held. Advance notification will give the employee a chance to privately evaluate his own performance prior to the meeting.

If appropriate, forward the Performance Appraisal document to the employee before the meeting, this will allow the employee to review and prepare any input from their side, as well as speed up the appraisal meeting time, as both parties are not seeing the document for the first time.

Objectively base ratings and evaluations on instances of performances, which you have either observed or, which have come to your personal attention, over the last 12 months.

Identify areas of growth and development. When meeting with the Employee:

Meet the employee in a private place with uninterrupted time to discuss their performance. Use concrete and representative examples of performance. Clearly indicate what kind of performance improvement you wish to see and how the employee can

meet your expectations. Allow the employee the opportunity to tell you how they feel about how they are performing. Typical Discussion Topics:

• "How is the employee doing?" • "What is the employee doing right?" • "Where does the employee need to improve?" • "What can be done to help the employee do the job better?"

Have the employee sign the Performance Appraisal Document For Employees between Categories SC/A-SP/B only: Set SMART Objectives (Section J) which the

Employee will need to achieve by the next performance period. Ensure that the Employee is aware of the importance of achieving these Objectives and how they will be used as a basis for overall future performance scores and financial rewards.

After meeting with the Employee:

Discuss any points of discussion which have arisen from the meeting with the Senior Manager Ensure that any points which HR may need to assess/review are clearly mentioned or attached

with the Performance Appraisal document Ensure that the Performance Appraisal document and the set SMART Objectives (if applicable) are

signed off by all stated parties before submitting it to your local HR representative.

QHSE Manual

Document Name:

Performance Rating Spreadsheet


Date:

Page 1 of 1

EMPLOYEE DETAILS PERFORMANCE APPRAISAL RATINGS

Employee Number

Employee Name

Designation DOJ Category Dept/ Proj

TOTAL Technical

Competency Rating

TOTAL Behavioural Competency

Rating

OVERALL T&B

Competency Rating

QHSE Manual

Document Name:

Functional Performance Appraisal Documents Grades BI/A – BS/B


Date:

Page 1 of 1

1. Business Development Performance Appraisal

2. Communications Performance Appraisal

3. Estimation Performance Appraisal

4. Planning Performance Appraisal

5. HR Performance Appraisal

6. QHSE Performance Appraisal

7. Procurement Performance Appraisal

8. Senior Cost Engineer & Cost Engineer Performance Appraisal

9. Commercial Manager & Project Commercial Manager Performance Appraisal

10. Senior Quantity Surveyor, Quantity Surveyor, Junior Quantity Surveyor Performance

Appraisal

11. Finance Performance Appraisal

12. IT Performance Appraisal

13. Business Support Performance Appraisal

BUSINESS DEVELOPMENT PERFORMANCE APPRAISAL FOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B

Function: Project / Location:

Direct Supervisor: Functional Manager:

Designation:

Joining Date:

Emp No. & Category

Review Date:

QHSE Ref. No.

Date

IMS/HR/TD/03/03 Rev. 02

QHSE Manual

Document Name

Business Development Performance Appraisal

SECTION A. EMPLOYEE DETAILSEmployee Name:

OUR COMMITMENT TO EMPLOYEE DEVELOPMENTAll employees take part in an annual performance appraisal with their Direct Supervisor. Performance appraisals will give you an opportunity to review your

1Direct Supervisor reviews the Employee's performance over the last 12 months and allocates performance ratings for Section D of the Performance Appraisal Document, in a format provided by HR, once each employee is rated, ratings should be sent to the local HR Rep/Dept.

PREPARATION


SUBMIT COMPLETED APPRAISALS TO HR TEAM BY FEBRUARY 15

2

3

Once submitted ratings have been verified and approved by HR, the Direct Supervisor conducts the performance appraisal with the employee present. Together both parties: a. Review any previously set objectives in line with DSI / department objectives b. Address any performance and behavioural issues c. Complete sections D, E, F, G and H of the appraisal document d. Ensures all parties in Section I sign off the appraisal document

CONDUCTING THE PERFORMANCE APPRAISAL

a. Direct Supervisor forwards all completed and signed off Performance Appraisals with any supporting documents to the local HR Rep/Dept. b. Identified training needs' to be discussed with the Learning & Organisational Development Manager

All employees take part in an annual performance appraisal with their Direct Supervisor. Performance appraisals will give you an opportunity to review yourperformance, identify learning events and encourage you to think about how and in which ways your future development progresses

Rating1234

Please mark a "x" in the appropriate column, against each competency 1 2 3 4Employee does not meet expectations


Employee meets all expectations

Employee exceeds

expectationsN/A


Description

Employee meets all expectations - A great level of performance overall with all expected standards met. Employee meets some expectations - A level of performance that meets some required standards with some inconsistency. Employee does not meet expectations - A less than satisfactory level of performance with just a few areas achieved and much inconsistency.

2. BUSINESS RESEARCH & INTELLIGENCE

4. NEW REVENUE STREAMS: Develops new revenue streams from new product / services, while optimizing income from existing business development activities5. TRACKING AND REPORTING: Tracks and reports timely and consistently on


Employee exceeds expectations - An outstanding level of performance, with the employee making a significant contribution to the team.

1. STRATEGIC PLANS & IMPLEMENTATION: Develops strong strategic plans and strategy implementation, supported by identifying and evaluating potential projects andscouting for bid requests

3. WINNING WORKS: Undertakes strong presentations to submit needed qualifications, supports bid preparation and management process, as well as negotiations/bid finalization with clients

TECHNICAL COMPETENCIES

Conducts direct and indirect research on specific sectors/countries

Regularly investigates economic conditions, such as economic trends and government policies.

Gathers regular information on clients, potential partners, advisors and competitors and communicates accordingly

0 0 0 0 01 2 3 4

Employee does not meet expectations



Employee exceeds

expectationsN/A

0 0 0 0 00

TOTAL TECHNICAL COMPETENCY RATING

5. Decision Making

8. Adaptability

p y ypotential projects, registrations, qualifications and tender analysis

4. Innovation3. Client / Customer Service2. Communication skills oral1. Communication skills written

7. Leading and Developing others6. Committed Team Player

TOTAL BEHAVIOURAL COMPETENCY RATING

BEHAVIOURAL COMPETENCIES

OVERALL TECHNICAL & BEHAVIOURAL COMPETENCY RATING

10. IT skills9. Accountability & Ownership

SECTION F. TRAINING & DEVELOPMENT

Technical Competency/s

Evidence/Justification to back your rating

Please state training courses / development activities, which would add to the employees current skill set and help with their development

SECTION E. RATINGS JUSTIFICATIONEMPLOYEE’S STRENGTHS: For all technical competencies rated a 4 please provide evidence/justification to back the performance rating

Potential

Employee Comments Direct Supervisor Comments Functional Manager Comments

SECTION G. EMPLOYEE PERFORMANCE & POTENTIAL TABLEPlease tick only ONE level of potential and one level of performance

Has drive and ambition, chases opportunities and has the potential to step up to the next level now Outstanding performance, always goes the extra mile

SECTION H. OTHER COMMENTS

Has good potential and would be expected, with development, to step up to the next level in 1-2 years Consistent good performance

Aspirations for a career would need support and development through a long term plan, 3-5 years Fulfils the minimum requirements of the job

Likely to remain in position or move to a role with similar responsibilities, will develop expertise / specialist knowledge Not fulfilling duties / goals as required

Performance




SECTION I. PERFORMANCE APPRAISAL SIGN OFFPlease ensure that this performance appraisal is signed off by ALL parties mentioned below before submitting it to HR, by no later then February 15

QHSE Manual

Dpcument Name

Communications Performance Appraisal

QHSE Ref. No

Date

IMS/HR/TD/03/03/ Rev. 02


Functional Manager:

Designation:

Joining Date:

COMMUNICATIONS PERFORMANCE APPRAISALFOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B

Direct Supervisor:

Emp No. & Category

Review Date:



1

2


PREPARATION

3





Direct Supervisor reviews the Employee's performance over the last 12 months and allocates performance ratings for Section D of the Performance Appraisal Document, in a format provided by HR, once each employee is rated, ratings should be sent to the local HR Rep/Dept.

p y p p pp p pp g y pp y yperformance, identify learning events and encourage you to think about how and in which ways your future development progresses

Rating1234




Employee exceeds expectations N/A

3. Creates and updates collateral, presentations, brochures, product sheets, fact sheets, white papers, web content, newsletters, signage and adverts

10. Assesses market opportunities and new communication technologies to promote DSI and business subsidiaries

8. Regularly reviews and edit existing promotional materials for marketing effectiveness

SECTION D. COMPETENCY ASSESSMENTEmployee exceeds expectations - An outstanding level of performance, with the employee making a significant contribution to the team.

Description

Employee meets some expectations - A level of performance that meets some required standards with some inconsistency. Employee does not meet expectations - A less than satisfactory level of performance with just a few areas achieved and much inconsistency.

Employee meets all expectations - A great level of performance overall with all expected standards met.

5. Is able to put across & sell the DSI company culture/brand in a professional manner on all int and ext platforms

1. Creates/assists in the compilation of the annual marketing and communications

6. Develops brand guidelines and ensures consistent adherence for all marketing materials and activities

4. Maintains cohesive relationships with media vendors, int. & ext. stakeholders, PR agency etc

2. Responsible for overseeing int. & ext. communication programs that effectively describe and promote DSI and its services

9. Plans and implements regular internal audits to ensure all business subsidiaries are compliant with DSI marketing and branding protocol

7. Develops new cost effective solutions



0 0 0 0 0

1 2 3 4Employee does not meet expectations




0 0 0 0 00


10. IT skills9. Accountability & Ownership

DSI and business subsidiaries

4. Innovation3. Client / Customer Service


11. Manages events including tradeshows, client, industry and other corporate

8. Adaptability7. Leading and Developing others6. Committed Team Player


5. Decision Making

2. Communication skills oral1. Communication skills written


QHSE Manual

Document Name

Estimation Performance AppraisalQHSE Ref. No.

Date


ESTIMATION PERFORMANCE APPRAISALFOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B

Functional Manager:

Designation:

Joining Date:



Direct Supervisor:

Emp No. & Category:

Review Date:


1 PREPARATION



2Once submitted ratings have been verified and approved by HR, the Direct Supervisor conducts the performance appraisal with the employee present. Together both parties: a. Review any previously set objectives in line with DSI / department objectives b. Address any performance and behavioural issues c. Complete sections D, E, F, G and H of the appraisal document d. Ensures all parties in Section I sign off the appraisal document



3 SUBMIT COMPLETED APPRAISALS TO HR TEAM BY FEBRUARY 15


Rating1234




Employee exceeds

expectationsN/A

1. Holds the required level of knowledge as a Auto CAD user

5. Ensures all quantities are correct as per drawings

7. Is responsible for / or assists in, filing tender documentation, sending out enquiries and follow up with the required parties (i.e. other departments, suppliers etc.)




Description




2. Understands technical aspects for job role 3. Capable of reviewing project documents i.e. drawings and specifications4. Responsible for quantity take-off for respective services

6.Is able to review relevant documentations/drawings/reports and highlight details

8. Identifies risks and ensures provisions are made for those risks9. Ensures price project preliminaries are in line with project duration and requirements 10. Receives and approves budget uplifts form for items above budget, analysing reasons for uplifts to avoid future uplifts.11. Is able to evaluate submitted quotations/information against requirements 12. Arranges quantity take-off from the drawings and missing items from drawings 13. Assists/is responsible for the preparation of relevant documentation and / or reports14. Coordinate & compile the various cost elements from all estimators and other departments including engineering, procurements, QHSE & insurance & finance.15. Able to study project mobilization requirements and planning for future markets

0 0 0 0 01 2 3 4




Employee exceeds

expectationsN/A

0 0 0 0 00

10. IT skills9. Accountability & Ownership8. Adaptability7. Leading and Developing others6. Committed Team Player


5. Decision Making

OVERALL TECHNICAL & BEHAVIOURAL COMPETENCY RATINGTOTAL BEHAVIOURAL COMPETENCY RATING

3. Client / Customer Service2. Communication skills oral1. Communication skills written


4. Innovation

16. Is able to detect problems/difficulties prior to them happening and accordingly inform line manager

15. Able to study project mobilization requirements and planning for future markets

SECTION F. TRAINING & DEVELOPMENT Please state training courses / development activities, which would add to the employees current skill set and help with their development






Employee Comments Direct Supervisor Comments Functional Manager CommentsSECTION H. OTHER COMMENTS









Direct Supervisor:

Emp No. & Category

Review Date:



performance identif learning e ents and enco rage o to think abo t ho and in hich a s o r f t re de elopment progresses

Functional Manager:

Designation:

Joining Date:

PLANNING PERFORMANCE APPRAISAL FOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B, BS/A, BS/B


QHSE Manual

Document Name

Planning Performance AppraisalQHSE Ref. No.

Date



performance, identify learning events and encourage you to think about how and in which ways your future development progresses

2

PREPARATION






Rating

1234





6. Contract administration/Claims (Advice, Notifying & Substantiation)

9. Proposes corrective action for project delays / risk issues

11. Liaise with estimation department to provide tender programmes that indicate project milestones and deliverables

5. Proactively report on project areas of concern, risks and deviations from the programme to the project manager

7. Monitor and generate regular reports periodically in line with Contract requirements on the Project status (Planned Vs. Actual Progress)8. Manages the Sub contractor schedule

1. Ensure all project deliverables / milestones are indicated in the programme

12. Liaise with QS for cash flow preparation & its update

10. Assess delay analysis of the programme and prepare EOT programmes that demonstrate cause and effect, supportive narratives and substantiations

13. Manage Project Planners

2. Liaise with PM and QS for resource / cost loading of the programme

3. Ensure overall Project status is regularly communicated to relevant stakeholders / management

4. Liaise with the project team to collect progress data / areas of concern





Description



0 0 0 0 01 2 3 4





0 0 0 0 00

TOTAL BEHAVIOURAL COMPETENCY RATINGOVERALL TECHNICAL & BEHAVIOURAL COMPETENCY RATING

10. IT skills

15. Regularly liaises with Project Leader regarding resource (Manpower & Equipment) requirements


3. Client / Customer Service

9. Accountability & Ownership8. Adaptability7. Leading and Developing others6. Committed Team Player


14. Ensure all Tender deliverables are in place


16. Liaise with project planners regularly & prepare consolidated report on the projects resource status

5. Decision Making4. Innovation

Project / Location:


performance identif learning e ents and enco rage o to think abo t ho and in hich a s o r f t re de elopment progresses


Functional Manager:

Designation:

Joining Date:

Direct Supervisor:

Emp No. & Category

Review Date:

Function:

HR PERFORMANCE APPRAISAL FOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B

QHSE Manual

Document Name

HR Performance AppraisalQHSE Ref. No.

Date


1






2


PREPARATION


Rating1234

Please mark a "x" in the appropriate column, against each competency 1 2 3 4


Employee meets some

expectations


Employee exceeds

expectationsN/ATECHNICAL COMPETENCIES

6.Ensures all new employees are appropriately inducted

4. Recommends solutions/improvements to various HR issues

1. Holds sound knowledge of DSI HR Policies & Procedures2. Fully understands the Labor Law within operating region

11. Ensures all applicable organisation charts are updated and shared with relevant parties

7. Meets internal and external deadlines

10.Supports value add Learning & Development initiatives, such as training, performance appraisals etc.

9. Ensures the recruitment vacancy list is always accurate and accordingly updated



Description


12. Able to build and sustain interdepartmental partnerships

3. Interacts in a manner that deals with key stakeholder issues, escalating queries to relevant parties when necessary



8. Fully grasps the Recruitment cycle and process

5. Has a thorough understanding of the DSI Compensation and Benefits structure

0 0 0 0 01 2 3 4


Employee meets some

expectations


Employee exceeds

expectationsN/A

0 0 0 0 00OVERALL TECHNICAL & BEHAVIOURAL COMPETENCY RATING


14. Practices & promotes integrity & ethical behaviour

9. Accountability & Ownership8. Adaptability7. Leading and Developing others

13. Responsible for HR budget conformation


12. Able to build and sustain interdepartmental partnerships

10. IT skills

5. Decision Making4. Innovation3. Client / Customer Service2. Communication skills oral1. Communication skills written

6. Committed Team Player


QHSE PERFORMANCE APPRAISAL FOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B, BS/A, BS/B

QHSE Manual

Document Name

QHSE Performance AppraisalQHSE Ref. No.

Date



Functional Manager:

Designation:

Direct Supervisor:

Emp No. & Category

Review Date:



Joining Date:

1

2 CONDUCTING THE PERFORMANCE APPRAISAL


PREPARATION

SECTION B. PERFORMANCE APPRAISAL PROCESSDirect Supervisor reviews the Employee's performance over the last 12 months and allocates performance ratings for Section D of the Performance Appraisal Document, in a format provided by HR, once each employee is rated, ratings should be sent to the local HR Rep/Dept.




Rating

1234

Please mark a "x" in the appropriate column, against each competency 1 2 3 4Employee does





6. Attends internal and external meeting, ensuring actions are implemented/actioned

4. Responsible for accurate preparation and submission of reports

1. Possesses relevant knowledge of Professional standards and practices2. Possesses relevant knowledge of DSI QHSE policies and procedures


Description


Employee does not meet expectations - A less than satisfactory level of performance with just a few areas achieved and much inconsistency.



3. Ensure full compliance to the company and applicable authorities’ requirements and standards at all times



Employee meets some expectations - A level of performance that meets some required standards with some inconsistency.

0 0 0 0 0

8. Capable of handling projects with minimum direction and supervision

10. Responsible for / Co-ordinates / Contributes towards relevant QHSE A dit11. Able to build and sustain interdepartmental / external partnerships12. Works alongside operations to create and drive a culture of zero injuries or serious incidents


14. Continually reviews QHSE legislations and provides recommendations to ensure best practices & compliance

13. Produces/assists in the preparation of O & M Manuals in coordination with site management team

9. Able to interact with the project team regarding QHSE requirements

7. Able to flag critical issues and recommend solutions, for timely decisions to be made






0 0 0 0 0

0


10. IT skills




SECTION D. COMPETENCY ASSESSMENT Continued



Technical Evidence/Justification to back your ratingCompetency/s




Fulfils the minimum requirements of the job

Performance



Potential





Direct Supervisor:

Emp No. & Category

Review Date:


Functional Manager:

Designation:

Joining Date:



PROCUREMENT PERFORMANCE APPRAISAL FOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B, BS/A, BS/B

QHSE Manual

Document Name

Procurement Performance AppraisalQHSE Ref. No

Date


1





SECTION B. PERFORMANCE APPRAISAL PROCESSpe o a ce, de t y ea g e e ts a d e cou age you to t about o a d c ays you utu e de e op e t p og esses

PREPARATION


Rating1234



Employee meets some

expectations

Employee meets all

expectations

Employee exceeds

expectationsN/A


Description


1. Procures materials/services at the best possible prices, within budget




7. Supports the implementation of a centralized procurement system and other supply chain initiatives

13.Ensures ordered material / fixed assets items are available in local Central Stores

5. Proactively engages with Managers and Estimation team to plan project needs

3. Develops and implements sourcing strategies as an integral part of the supply management team, when required

11. Ensures subcontracts are compliant to technical and commercial requirements and delivery schedules of the projects

9. Reviews LPO’s for further verification to ensure the process is as per policy

12. Reviews the cost to complete & to ensure that all purchases are within the approved budget

8. Reports on cost saving performance of subcontractors and suppliers

6. Able to make strong technical commercial judgments

4. Oversees inventory at optimum rotation levels

10. Ensures consistent reporting and post order follow up of materials by department members

2. Identifies, selects and builds a strong list/team of preferred subcontractors and suppliers, negotiating price and payment terms


0 0 0 0 01 2 3 4

Employee does not meet

expectations

Employee meets some

expectations

Employee meets all

expectations

Employee exceeds

expectationsN/A

0 0 0 0 00OVERALL TECHNICAL & BEHAVIOURAL COMPETENCY RATING




14. Reviews the technical part of the purchase orders, to avoid purchasing unapproved material15. Budget Adjustments - Coordinate with PMs to ensure Budget Adjustments are properly processed


10. IT skills


EMPLOYEE’S STRENGTHS: For all technical competencies rated a 4 please provide evidence/justification to back the performance rating




SECTION E. RATINGS JUSTIFICATION


SNR COST ENGINEER AND COST ENGINEER PERFORMANCE APPRAISAL

QHSE Manual

Document Name

SNR Cost Engineer and Cost Engineer Performance AppraisalQHSE Ref. No.

Date



FOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B, BS/A, BS/B

Emp No. & Category

Review Date:



f id tif l i t d t thi k b t h d i hi h f t d l t

Direct Supervisor: Functional Manager:

Designation:

Joining Date:

1

2




PREPARATION





Rating

1234

1 2 3 4


expectations



Employee exceeds

expectationsN/A

Please mark a "x" in the appropriate column, against each competency





3. Provide overall supervision to subordinate engineers carrying out the functions of planning, cost control & quantity surveying.

1. Monitor, identify and analyse projects costs with a view of facilitating the completion of the project at minimum cost and within budget limits.2. Monitor and analyse all the progress of construction activities

4. Identify any variances between the planned and actual progress and advises project management of their impact on the overall program.

6.Review LPO’s for further verification to ensure the process is as per 7 Review the cost to complete & to ensure that all purchases are within



Description


5. Supervise the preparation of the monthly cost report.

0 0 0 0 0

11. Review and monitor the CTC with each individual PM12. Provide the Finance Manager with feedback for the company’s budget.


14. Committed to DSI HSE requirements and all applicable legislations and contractual requirements affecting the HSE activities at project site and administrative office.

13. Coordinate with the project team for the reconciliation between the pre and post contract documents.

7. Review the cost to complete & to ensure that all purchases are within the approved budget. 8. Make sure that the ordered material / fixed assets items are available in the local Central Stores. 9. Review the technical part of the purchase orders, to avoid purchasing unapproved material. 10. Budget Adjustments - Coordinate with PMs to ensure Budget Adjustments are properly processed




Employee exceeds

expectationsN/A

0 0 0 0 0

0

10. IT skills












COMMERCIAL MANAGER/PROJECT COMMERCIAL MANAGER PERFORMANCE APPRAISAL

Commercial Manager / Project Commercial Manager

Performance Appraisal

QHSE Manual

Document Name

QHSE Ref. No.

Date



Direct Supervisor:

Emp No. & Category

Review Date:




Functional Manager:

Designation:

Joining Date:







2

PREPARATION


Rating

1234


Employee meets some

expectations

Employee meets all

expectations

Employee exceeds




Description





4. Liaise with the project team, ensuring subcontract terms and conditions reflect obligations undertaken by the Company5. Ensure all subcontracts are compliant to technical and commercial requirements and delivery schedules of the projects


6.Project Commercial Logs are maintained and updated reflecting the current standings of the project at all times

1. Supervision and management of Cost Control Engineers, Senior QS, QS, for their daily functions in co-ordination with PMs and other project staff

2. Vetting tender documents and advice on Contract Conditions3. Variation works - captured and all notices for intention to claim for additional payments and extension of time are timely served

0 0 0 0 0TOTAL TECHNICAL COMPETENCY RATING

11. Interim valuations, Applications and Final accounts preparation and agreement12. Tender analysis, forecast and project updates, cost to complete and contract evaluation13. Documentation and Reports prepared and submitted to the AGM and third parties, internal filing system and archive

standings of the project at all times7. Conduct regular internal meetings with the Project Manager and the Planning Manager, agree on joint actions and record 8. Identify likely delays and additional cost impact in advance with sufficient time to find alternative solutions, report to client / consultants 9. Contract admin. (advice, negotiation, checking & change) and ensure contract documentation complies with company policy10. Cost control monitoring against agreed budgets based on progress achieved


Employee meets some

expectations

Employee meets all

expectations

Employee exceeds

expectationsN/A

0 0 0 0 0

0OVERALL TECHNICAL & BEHAVIOURAL COMPETENCY RATING

8. Adaptability7. Leading and Developing others

10. IT skills


Technical E idence/J stification to back o r rating



6. Committed Team Player5. Decision Making4. Innovation3. Client / Customer Service2. Communication skills oral1. Communication skills written


9. Accountability & Ownership



SECTION H. OTHER COMMENTS Employee Comments Direct Supervisor Comments Functional Manager Comments





Senior Quantity Surveyor, Quantity Surveyor,

Junior Quantity Surveyor Performance Appraisal

Direct Supervisor:

Emp No. & Category

Review Date:


OUR COMMITMENT TO EMPLOYEE DEVELOPMENTAll l t k t i l f i l ith th i Di t S i P f i l ill i t it t i

Employee Name:

Functional Manager:

Designation:

Joining Date:

QHSE Manual

Document NameQHSE Ref. No.

Date


SNR QUANTITY SURVEYOR, QUANTITY SURVEYOR & JNR QUANTITY SURVEYOR PERFORMANCE APPRAISAL


SECTION A. EMPLOYEE DETAILS





2

PREPARATION




Rating

1234




Employee exceeds





Description

4. Carry out / prepare site inspection and valuation for monthly progress payments.5. Manage and oversee QS / Assistant QS's daily functions. 6. Attend weekly Commercial Department meetings at site and other site meetings


1. Ensure the process of measurement and pricing of variations is submitted promptly including taking off quantities and carrying out costing for variations/claims.2. Prepare supporting documents, notifications and detailed particulars for variations/claims. Submit notifications and claims to PM and maintain VO's updated list3. Checking quantities between contract drawings and subsequent design changes. Mark up revised drawings and update drawing register

0 0 0 0 0TOTAL TECHNICAL COMPETENCY RATING

11. Present documentation in relation to subcontracts, ensuring that subcontract terms and conditions reflect obligations undertaken by DSI under the contract12. Assisting in the placing and administration of direct supply orders (sales conditions / increased costs etc.)

meetings7. Advise/assist in the preparation an agreement of interim valuations and final accounts with the client/consultant8. Ensure subcontract progress is monitored and controlled against agreed programme.

13. Verification and justification of the budget adjustments request in coordination with the Project Commercial Manager/ Project Manager. 14. Advice/assist in the preparation of the MMR and ultimately cost control i.e. cost to complete vs. cost at completion

9. Assist in resolving financial and contractual risks, as well as dispute information. Agree joint actions with PM and Project team10. Advise / assist in the preparation of monthly commercial schedules




Employee exceeds

expectationsN/A

0 0 0 0 0

0




T h i l


10. IT skills

3. Client / Customer Service2. Communication skills oral1. Communication skills written

5. Decision Making4. Innovation

RALL TECHNICAL & BEHAVIOURAL COMPETENCY RATINGTOTAL BEHAVIOURAL COMPETENCY RATING






SECTION G. EMPLOYEE PERFORMANCE & POTENTIAL TABLE






Please tick only ONE level of potential and one level of performance

SECTION H. OTHER COMMENTS Employee Comments Direct Supervisor Comments Functional Manager Comments





FINANCE PERFORMANCE APPRAISALFOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B

QHSE Manual

Document Name

Finance Performance AppraisalQHSE Ref. No.

Date



Functional Manager:

Designation:

Joining Date:

Direct Supervisor:

Emp No. & Category

Review Date:

Department: Project / Location:



1 PREPARATION



3





Rating

1234


Employee meets some

expectations


Employee exceeds

expectationsN/A

0 0 0 0 0

1 2 3 4

1. Possesses relevant knowledge of Professional standards and practices

5. Able to flag critical issues and recommend solutions, for timely decisions to be made

3. Ensures the accurate preparation and submission of financial reports4. Meets internal and external deadlines

9. Able to build and sustain interdepartmental / business partnerships

8. Responsible for / co-ordinates / contributes, towards successful Financial Audit outcomes

2. Possesses relevant knowledge of DSI Finance policies and procedures


SECTION C. COMPETENCY RATINGSDescription

7. Demonstrates cost control and cost consciousness






Employee meets some

expectations


Employee exceeds

expectationsN/A

0 0 0 0 0

0

1. Communication skills written

6. Committed Team Player7. Leading and Developing others



10. IT skills

5. Decision Making4. Innovation3. Client / Customer Service2. Communication skills oral

9. Accountability & Ownership8. Adaptability

Employee Name:

Direct Supervisor:

Emp No. & Category

Review Date:


OUR COMMITMENT TO EMPLOYEE DEVELOPMENTAll employees take part in an annual performance appraisal with their Direct Supervisor Performance appraisals will give you an opportunity to review your

Functional Manager:

Designation:

Joining Date:

QHSE Manual

Document Name

IT Performance AppraisalQHSE Ref. No.

Date


SECTION A. EMPLOYEE DETAILS

IT PERFORMANCE APPRAISAL FOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B

1

2 CONDUCTING THE PERFORMANCE APPRAISAL


PREPARATION





Rating

1234



Employee meets some

expectations


Employee exceeds

expectationsN/A


Description



1. Oversees the administration and maintenance of DSI's IT infrastructure

8. Works with relevant Database related to performance, tuning, backups, tables, log files, apply patches, health check and reports

6. Works on IP telephones, billing software, generate reports, VOIP, Camera system Integration and setups

4. Ensures provision for troubleshooting, system backups, archiving, disaster recovery and provides expert support when necessary





2. Responsible for network implementation on sites and/or head office

9. Provides efficient Email services: Troubleshooting, monitor users and mail flow,

7. Creates Documentation and user guides for S/W or H/W or Network.

5. Works with firewall, generates reports, rules, filters, spamming and establish VPN connection

3. Implements security for the network, penetration testing, traffic and checks all vulnerabilities

0 0 0 0 0

12. Ensures the IT dept. responds to all levels of help desk issues and calls logged


14. Builds and maintains vendor relationships and manages the negotiation and purchase of IT supplies, hardware and software products

13. Interacts with internal clients on all levels to help resolve IT-related issues and provides answers in a timely manner

15. Ensures current and accurate inventory of technology H/W, S/W and Resources16. Develops and implement appropriate new systems, in line with DSI requirements17. Trains users and transfers knowledge to colleagues18. Implements security on Applications19. Ensures efficient integration of software20. Handling ERP modules from a functional / technical side

11. Works with project teams to implement Internal Systems10. Responsible for compiling and updating relevant IT policies and procedures

g, ,setups, configuration with firewall, Active Directory configurations, BB services and server, generate reports, mail box +HUB &CAS servers backups for emails for each Database



Employee meets some

expectations


Employee exceeds

expectationsN/A

0 0 0 0 0

0



10. IT skills

5. Decision Making4. Innovation3. Client / Customer Service

VERALL TECHNICAL & BEHAVIOURAL COMPETENCY RATING


Technical Evidence/Justification to back your rating




Competency/sEvidence/Justification to back your rating




Performance




Potential





Functional Manager:

Designation:

Joining Date:

Direct Supervisor:

Emp No. & Category

Review Date:



performance identify learning events and encourage you to think about how and in which ways your future development progresses

BUSINESS SUPPORT PERFORMANCE APPRAISALFOR EMPLOYEES WITHIN CATEGORIES BS/A, BS/B

QHSE Manual

Document Name

Business Support Performance AppraisalQHSE Ref. No.

Date


1 PREPARATION


a. Direct Supervisor forwards all completed and signed off Performance Appraisals with any supporting documents to the local HR Rep/Dept. b. Identified training needs' to be discussed with the Learning & Organizational Development Manager

2Once submitted ratings have been verified and approved by HR, the Direct Supervisor conducts the performance appraisal with the employee present. Together both parties: a. Review any previously set objectives in line with DSI / department objectives b. Address any performance and behavioural issues c. Complete sections D, E, F, G, H, I and J of the appraisal document d. Ensures all parties in Section I and Section J sign off the appraisal document




Rating

1234


Employee meets some

expectations


Employee exceeds

expectationsN/A

2. Ensures professional and accurate, preparation and submission, of reports/presentations/correspondence

12. Knowledge of MS office


8. Able to flag critical issues for timely decision making

1. Possesses relevant levels of knowledge regarding functional policies and procedures

6. Able to work under pressure

4. Has reliable and consistant attendance and time keeping

Description

7. Has strong attention to detail with minimal typing errors

11. Displays strong personal etiquette and oral communication skills

13 Is accountable for and takes ownership of assigned tasks

10. Provides exceptional service and support supervisor and team


5. Shows initiative and able to manage several tasks at once

COMPETENCIES



9. Demonstrates and promotes cost control and cost consciousness


0 0 0 0 00

SECTION E. RATINGS JUSTIFICATIONEMPLOYEE’S STRENGTHS: For all competencies rated a 4 please provide evidence/justification to back the performance rating

Evidence/Justification to back your rating Competency/s

OVERALL COMPETENCY RATING COMPETENCY RATING

13. Is accountable for and takes ownership of assigned tasks


SECTION F. TRAINING & DEVELOPMENT Please state training courses / development activities, which would add to the employees current skill set and help with their development





QHSE Manual

Document Name:

Operational Performance Appraisal Documents – Grades BI/A – BS/B


Date:

Page 1 of 1

1. Drake & Scull Mechanical, Electrical & Plumbing Performance Appraisal 2. Drake & Scull Construction Performance Appraisal 3. Drake & Scull Water and Power Performance Appraisal

DRAKE AND SCULL MECHANICAL, ELECTRICAL & PLUMBING PERFORMANCE APPRAISAL FOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B, BS/A, BS/B

Direct Supervisor:


Next Level Manager:

Emp No. & Category

Review Date:



Designation:

Joining Date:

QHSE Manual

Document Name QHSE Ref. No.

Date

IMS/HR/TD/03/04 Rev. 02Drake and Scull Mechanical, Electrical & Plumbing


1







PREPARATION


2

Rating1234



Employee meets some

expectations


Employee exceeds

expectationsN/A

1. Execution and Delivery - Monitor work to ensure:

Project is built on schedule as per the contractual programmeProject is within the budgetStrictly adhering to project plans and specifications


8. Business Development - Where possible promote Business Development through effective market knowledge management and research

7. QHSE - Ensure work is carried out in full compliance with Safety and Quality Management Systems and Procedures

5. Procurement - Awareness of procurement planning, scheduling, order status. Effective utilisation of vehicles, plant and tools.

3. Project Work Plans - Execute and revise, where necessary, work plans to meet changing needs and requirements of the project



6. Finance - Awareness and control of commercial and financial aspects of contracts to protect the companies interest

4. Manpower - Ensure optimal utilisation and demobilization of labour and subcontractors

2. Awareness and the implementation of project target objectives and company policies and procedures


Employee meets all expectations - A great level of performance overall with all expected standards met. Employee exceeds expectations - An outstanding level of performance, with the employee making a significant contribution to the team.

Description

0 0 0 0 01 2 3 4


expectations

Employee meets some

expectations


Employee exceeds

expectationsN/A

0 0 0 0 00


knowledge, management and research9. Relationship Building - Effective co-ordination with the Client, Consultant and other contractors





8. Adaptability


10. IT skills


Employee Comments Direct Supervisor Comments Next Level Manager Comments












NEXT LEVEL MANAGER NAME NEXT LEVEL MANAGER SIGNATURE DATE:


DRAKE AND SCULL CONSTRUCTION PERFORMANCE APPRAISAL FOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B, BS/A, BS/B

Direct Supervisor:


Next Level Manager:

Emp No. & Category

Review Date:



Designation:

Joining Date:

QHSE Manual

Document Name

Drake and Scull Construction Performance Appraisal

QHSE Ref. No.

Date

IMS/HR/HR/TD/03/04 Rev. 02

1







PREPARATION


2

Rating1234





1. Execution and Delivery - Monitor work to ensure:

Project is being constructed as per the contractual programme

Project is within the budget

Strictly adhering to construction drawings and project specifications


8. Business Development - Where possible promote Business Development through effective market







4. Manpower - Ensure optimal utilisation and demobilization of labour and subcontractors



Employee meets all expectations - A great level of performance overall with all expected standards met. Employee exceeds expectations - An outstanding level of performance, with the employee making a significant contribution to the team.

Description

0 0 0 0 01 2 3 4





0 0 0 0 00


p p p p gknowledge, management and research9. Relationship Building - Effective co-ordination with the Client, Consultant and other contractors





8. Adaptability


10. IT skills


DRAKE AND SCULL WATER AND POWER PERFORMANCE APPRAISALFOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B

Direct Supervisor:

Emp No. & Category

Review Date:



OUR COMMITMENT TO EMPLOYEE DEVELOPMENTAll l t k t i l f i l ith th i Di t S i P f i l ill i t it t i

Next Level Manager:

Designation:

Joining Date:

QHSE Manual

Document NameQHSE Ref. No.

Date

IMS/HR/TD/03/04 Rev. 02Drake & Scull Water and Power




PREPARATION




2



Rating1234




Employee exceeds expectations N/ATECHNICAL COMPETENCIES

1. Execution and Delivery -Monitor work to ensure:

Project is being constructed as per the contractual programme

Project is within the budget

Strictly adhering to construction drawings and project specifications


4. Manpower - Ensure optimal utilisation of labour and subcontractors


8. Business Development - Where possible promote Business Development through effective market k l d t d h





DescriptionSECTION C. COMPETENCY RATINGS





0 0 0 0 01 2 3 4





0 0 0 0 00



10. IT skills



knowledge, management and research

9. Relationship Building - Effective co-ordination with the Client, Consultant and other contractors






Potential





Performance






QHSE Manual

Document Name:

Senior Management Performance Appraisal Document

Grades SC/A, SC/B, SP/A, SP/B


Date:

Page 1 of 1

Senior Management Performance Appraisal Document Grades SC/A, SC/B, SP/A, SP/B

SENIOR MANAGEMENT PERFORMANCE APPRAISALFOR EMPLOYEES WITHIN CATEGORIES SC/A, SC/B, SP/A, SP/B

Direct Supervisor:

OUR COMMITMENT TO EMPLOYEE DEVELOPMENT

Emp No. & Category

Review Date:

Function/Operation Project / Location:

Next Level Manager:

Designation:

Joining Date:



QHSE Manual

Document NameSenior Management Performance Appraisal Document

Grades SC/A - SP/B Date


SET & SUBMIT EMPLOYEE OBJECTIVES TO HR BY MARCH 15

3

All employees take part in an annual performance appraisal with their Direct Supervisor. Performance appraisals will give you an opportunity to review your performance, identify learning events and encourage you to think about how and in which ways your future development progresses


a. Direct Supervisor forwards all completed and signed off Performance Appraisals with any supporting documents to the local HR Rep/Dept. b. Identified training needs' to be discussed with the Learning & Organisational Development Manager a. Direct Supervisor sets Employee's SMART objectives, which are signed off and need to be achieved by the next performance period b. Direct Supervisor and Employee each keep a copy of the signed off SMART objectives and submit the original copy to the local HR Rep/Dept.

1Direct Supervisor conducts the performance appraisal with the employee present. Together both parties: a. Review any previously set objectives in line with DSI / department objectives b. Address any performance and behavioural issues c. Complete sections D, F, G, H, I and J of the appraisal document d. Ensures all parties in Section I and Section J sign off the appraisal document


Rating

1234


Employee meets some

expectations


Employee exceeds

expectations

6. Delegates authority and responsibility to appropriate levels

PEO

PLE

7. Updates/amends/conceives and executes policies and procedures that add value

1. Sets and shares direction and necessary goals across the workforce, in line with DSI's mission, vision and objectives

4. Ensures the workforce has the capacity and diversity to meet current and future needs

3. Demonstrates commitment to working and engaging constructively with internal and external stakeholders

5. Builds support through influence, negotiation, and balancing DSI interests


Description

Employee exceeds expectations - An outstanding level of performance, with the employee making a significant contribution to the team.Employee meets all expectations - A great level of performance overall with all expected standards met. Employee meets some expectations - A level of performance that meets some required standards with some inconsistency. Employee does not meet expectations - A less than satisfactory level of performance with just a few areas achieved and much inconsistency.

2. Holds workforce accountable for task delivery, by communicating clear expected outcomes

Please mark a "x" in the appropriate column, against each

COMPETENCIES N/A


0 0 0 0 0

PASS

ION

8. Identifies / shares new business opportunitiesadd value

13. Holds strong business acumen and knowledge of DSI's scope of work

17. Able to exercise sound judgment, decision making and problem solving skills

14. Practises and promotes cost control and cost consciousness by not exceeding allocated budget

INN

OVA

TIO

N

12. Encourages debate and ideas from across hierarchy, skills sets, and stakeholders

9. Creates, aligns, and integrates structures, systems, and team to better achieve objectives

11. Develops strategies to manage the scope and pace of change10. Develops innovative solutions to non-traditional problems

16. Displays a high level of integrity15. Open-minded and flexible in thought and tactics

OVERALL COMPETENCY RATING


Next Level Manager Comments


Employee Comments Direct Supervisor Comments




COMPLETION DATE WEIGHT (%)

2012 ACTUAL ACHIEVEMENT

LEVEL

SECTION J. FUTURE PERFORMANCE EXPECTATIONSSMART OBJECTIVES - Goals and objectives the employee needs to focus on / achieve during the next 9-12 months.




Please ensure that this section is signed off by ALL parties mentioned below before submitting it to HR, by no later then March 15th 2012

QHSE Manual

Document Name:

Labourer Performance Appraisal


Date:

Page 1 of 1

Drake & Scull Labourer Performance Appraisal

LOW HIGH1 2 3 4

QHSE Manual

Document Name

DRAKE AND SCULL LABOURER PERFORMANCE APPRAISAL

QHSE Ref. No.

Date


2. APTITUDE TO WORK IN OTHER TRADES

DRAKE AND SCULL LABOURER PERFORMANCE APPRAISAL

DESIGNATION:

GRADE:

SECTION A. EMPLOYEE DETAILSEMPLOYEE NAME:

DIRECT SUPERVISOR:

TALLY NO:

REVIEW DATE:PRESENT SALARY:

PROJECT / LOCATION:

1. ABILITY WITHIN CURRENT TRADE/JOB

TRADE:

Please TICK (√) the appropriate rating for each performance statement N/A

SECTION B. COMPETENCY ASSESSMENT

0 0 0 0 0

9. WILLING TO PERFORM ALTERNATE DUTIES AS REQUIRED

7. TIME KEEPING AND ATTENDANCE

5. RELATIONSHIP WITH SENIOR STAFF

3. ORGANIZING ABILITY

8. ABILITY TO EXPRESS HIMSELF IN ENGLISH

6. CONDUCT OUTSIDE WORKING HOURS

4. RELATIONSHIP WITH COLLEAGUES

11. ABILITY TO FOLLOW SCHEDULES12. ABLE TO FOLLOW / READ MANUALS AND INSTRUCTIONS13. DEMONSTRATES WORKPLACE HEALTH AND SAFETY14. ABILITY TO COMPLETE BASIC REPORTS15. CAN WORK WITH MINIMAL SUPERVISION

10. INFORMS SUPERVISOR OF PRODUCTION QUALITY CONCERNS

PERFORMANCE RATING

Can move to position with more responsibility Well PlacedAbove Average / can be considered for new grade next year Not fit for present position

SECTION D. RECOMMENDATIONSPlease tick only ONE level of potential and one level of performance

SECTION E. FURTHER COMMENTSEmployee Comments Direct Supervisor Comments Project Engineer Comments

SECTION C. ASSESSMENT OF ABILITY

EMPLOYEE NAME EMPLOYEE SIGNATURE DATE

DIRECT SUPERVISOR NAME DIRECT SUPERVISOR SIGNATURE DATE

PROJECT ENGINEER PROJECT ENGINEER SIGNATURE DATE

PROJECT MANAGER PROJECT MANAGER SIGNATURE DATE

Please ensure that this performance appraisal is signed off by ALL parties mentioned below before submitting it to HRSECTION F. PERFORMANCE APPRAISAL SIGN OFF�

LOW HIGH1 2 3 4

QHSE Manual

Supervisor and Foreman Performance AppraisalQHSE Ref. No.

Date


2. SHOWS INITIATIVE AND ABLE TO MANAGE SEVERAL TASKS AT ONCE

DRAKE AND SCULL SUPERVISOR AND FOREMAN PERFORMANCE APPRAISAL

DESIGNATION:

DOJ:

SECTION A. EMPLOYEE DETAILSEMPLOYEE NAME:

DIRECT SUPERVISOR:

TALLY NO:

REVIEW DATE:PRESENT SALARY:

PROJECT / LOCATION:

1. WORKMANSHIP ABILITY WITHIN CURRENT TRADE/JOB

GRADE:

Please TICK (X) the appropriate rating for each performance statement N/A

SECTION B. COMPETENCY ASSESSMENT

0 0 0 0 0.00

2. SHOWS INITIATIVE AND ABLE TO MANAGE SEVERAL TASKS AT ONCE

9. WILLING TO PERFORM ALTERNATE DUTIES AS REQUIRED

7. TIME KEEPING AND ATTENDANCE

5. ABLE TO FLAG CRITICAL ISSUES FOR TIMELY DECISION MAKING

3. ABLE TO WORK UNDER PRESSURE

8. ABILITY TO EXPRESS HIMSELF IN ENGLISH

6. PROVIDES EXCEPTIONAL SERVICE AND SUPPORT TO TEAM

4. RELATIONSHIP WITH COLLEAGUES

11. ABILITY TO FOLLOW SCHEDULES12. ABLE TO FOLLOW / READ MANUALS AND INSTRUCTIONS13. DEMONSTRATES WORKPLACE HEALTH AND SAFETY14. ABILITY TO READ DRAWINGS AND COMPLETE BASIC REPORTS 15. ABILITY TO SUPERVISE AND MANAGE SUBORDINATES

10. DEMONSTRATES AND PROMOTES COST CONSCIOUSNESS

PERFORMANCE RATING

Can move to position with more responsibility Well PlacedAbove Average / can be considered for new grade next year Not fit for present position

SECTION D. RECOMMENDATIONSPlease tick only ONE level of potential and one level of performance

SECTION E. FURTHER COMMENTSEmployee Comments Direct Supervisor Comments Snr Project Engineer Comments

SECTION C. ASSESSMENT OF ABILITY

EMPLOYEE NAME EMPLOYEE SIGNATURE DATE

DIRECT SUPERVISOR NAME DIRECT SUPERVISOR SIGNATURE DATE

NEXT LEVEL MANAGER NEXT LEVEL MANAGER DATE

Please ensure that this performance appraisal is signed off by ALL parties mentioned below before submitting it to HRSECTION F. PERFORMANCE APPRAISAL SIGN OFF�

AUDIT PERFORMANCE APPRAISALFOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B

QHSE Manual

Document Name

Audit Performance AppraisalQHSE Ref. No.

Date



Functional Manager:

Designation:

Joining Date:

Direct Supervisor:

Emp No. & Category

Review Date:




1 PREPARATION



3





Rating1234


Employee meets some

expectations


Employee exceeds

expectationsN/A

Experience of performeing consulting and forensic engagements in an efficient and timely manner.

Knowledge of MIS terminology, concepts and practices. Experience of working on spreadsheets, relevant ERPs, Microsoft office suite and specialized data extraction

Demonstrable ability to stay composed in times of stress, work pressure while meeting

Level of verbal and written communications, including active listening skills and skills in presenting findings and recommendations to a medium scale audience

Working knowledge of International Financial Reporting Standards (IFRS) and accounting/auditing principles and management practices.

Working knowledge of the Standards for the Professional Practice of Internal Auditing and the Code of Ethics developed by the Institute of Internal Auditors.

Experience of working on spreadsheets, relevant ERPs, Microsoft office suite and specialized data extraction softwares similar to ACL, IDEA etc.


Ability to collect and analyze complex data, evaluating information and systems, and drawings logical conclusions.

Knowledge of industry program policies, procedures, regulations and laws.


SECTION C. COMPETENCY RATINGSDescription



0 0 0 0 0


Employee meets some

expectations


Employee exceeds

expectationsN/A

0 0 0 0 0

0.00


p g g

10. Openess to critism and change

5. Analytical and Decision making4. Innovation3. Client / Customer relationship2. Communication skills oral


1. Communication skills written




IMS-HR-TD-03 Rev. 03 - Draft · QHSE Manual Document Name: PERFORMANCE APPRAISAL POLICY AND...

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Transcript of IMS-HR-TD-03 Rev. 03 - Draft · QHSE Manual Document Name: PERFORMANCE APPRAISAL POLICY AND...