RACI STRUCTURES FOR

PERFORMANCE

EVALUATION SYSTEM

PREPARED BY TRAINING TEAM– AMIE QUA

DECEMBER, 2015

KEY FINDINGS OF SOP AND

PERFORMANCE

1. Not clear of role and responsibilities of learning and

development as a line manager - LM (Production

manager, team leaders, Supervisors)

2. Not clear of SOP of learning & development

3. LMs rely much on training team without following up

or coaching team leaders and Sups as professional

trainers

4. Not clear of measurement of performance evaluation

5. Some leading teams are inadequate of SOP and

functional knowledge

KEY FINDINGS OF SOP AND

PERFORMANCE

6. No coaching and training skills to workers

7. Not clear of objectives/ work plan/ miles stones of

achievement for a whole process

8. Inadequate of SOP and commitments among cross

Functions

9. Behaviour compliance should be more focused by

making commitment onto performance evaluation

10. No interpretation of behaviours into performance

evaluation

CAUSE AND EFFECTS OF BEING

INADEQUATE OF SOP AND COMMITMENTS

Mal communication that may cause wrong behaviours in both

language and actions

Inadequate of SOP and RACI that may cause mal emotional

control and mal communication

Inadequate of being accountable due to no clear objectives and

measures that may cause low effectiveness and productivity

SUGGESTIONS OF TRAINING AND

DEVELOPMENT

1. RACI MODEL (Roles and Responsibilities; Accountability; Consulted; Informed

2. PERFORMANCE EVALUATION SYSTEM (PES)

a. Performance = KPI + behaviours (60% / 40% for Assistant Managers, Managers, Directors and above)

b. Performance = KPI + behaviours (70% / 30% for non Managers)

c. Behaviours that are linked to VMV of the Organisation

d. Interpretation of 5 core values into practical behaviours

OBJECTIVES OF RACI IN THE

ORGANISATION

To identify roles, responsibilities and accountability of individuals, team

members and cross functions in completing objectives, goals and targets

To fulfill SOP and processes in clear scope of responsibility and

accountability

To assist people with development and implement toolkits and continuous

improvement

To eliminate misunderstanding, mal communication and errors

Not to throw balls cross functions

Not to duplicate effort

To create a clear communicative environment

DEFINITION OF RACI

R

A

C

I

Accountable as a project OWNER who is accountable for a final result

"THE BUCK STOPS HERE"

Responsible as a DOER to complete a project

To be consulted of some project being processed and in progress

To be informed of some project being processed and in progress

The buck stops here: A statement that no excuses will be made, that the speaker is going to

take direct responsibility for matters, rather than pass the responsibility to higher authorities

RACI FOR PERFORMANCE EVALUATION

SYSTEM

STEP 1

SETTING OF OBJECTIVES, STRATEGIES AND MEASUREMENT

STEP 2

COACHING & FEEDBACK (performance improvement and

development)

STEP 3

YEAR END EVALUATION